I didn't wake up one day and decide I wanted to be a product manager. It happened more gradually — I kept ending up in the same place, doing the same thing, and realising I was good at it.
That place was the middle. Between what an organisation wants and what a tech team can actually build. Between what a business thinks customers need and what customers are actually feeling. That advisory role — translating, bridging, pushing back when needed — I kept gravitating toward it without really having a name for it.
Marketing gave me something I didn't fully appreciate until recently: I've been a customer. I've been a consumer. I've watched how people discover products, how they talk about them, how they quietly stop using them. I know where the problems arrive and roughly why. That context doesn't come from a textbook — it comes from being on the other side of the screen for years before ever thinking about building anything.
But what actually pulled me toward product was simpler than all of that.
The stories.
Every product that matters has one. Why it was built. What it was really solving. The decision that changed everything. Those stories don't live in a pitch deck — they live in the product itself, in every screen and every flow someone decided to ship.
Stories of products excite me because they are the ones that stay.
That's why I'm here. Not to leave marketing behind — but to go somewhere it actually matters.